Although roles are clearly defined, CanGo often succumbs to a centralized form of decision-making, with Elizabeth Bennett micromanaging to such a degree that the decision-making process almost becomes paralyzed. Poor communication has also proven to be an issue at CanGo, resulting in staff members unclear in terms of goals and
● Competition barriers – occur whenever the audience members attempt to focus on two or more activities simultaneously, distracting their attention away from the message. ● Connotative meanings of words – are the meanings individuals assign to words based upon their own experiences. These meanings may or may not be commonly agreed upon between the sender of a message and the audience, possibly the message to be misinterpreted. ● Faulty level of technicality – is caused by a sender that provides a message in which the content is too technical or not technical enough for the intended audience or situation. ● Lack of clarity – is caused by either a lack of details or a conflict between the details, resulting in confusion or misunderstandings.
1. How would you define “Frozen Preferences” and what is the impact of this concept on strategy formulation, alternative analysis and recommendation? • Managers don’t like to make major strategic changes once decisions have been made (except in the case of overwhelming evidence) as they will look unprepared and ineffective and their creditability is damaged • Frozen preferences o Management has made a decision and over time analysis shows that their decision may not be the best choice o However they feel compelled to maintain their current strategy even if it is not the best course of action. • As management preferences becomes a larger part of the organization (personnel changes, budgets etc), it becomes more and more difficult to change direction. o A tendency to avoid reversing changes even if it was not the best choice o In reality, past expenditures are sunk costs and the organization should use a clean slate to look at new choices, but to the manager, this will come at great personal loss.
Interruptions will always be an issue and can probably be avoided. He cannot spend most of his time trying to get organized. He will need to really start putting things together or he will lose valuable
For Pharma to survive and become viable it was obvious that some decisions had to be made, but was the sale of the assets in the best interest of the corporation, or was it in the best interest of Adams and Barker? One can only conclude that the directors violated all their duties of financial interests, care and rational belief and were not acting with best information and, thus, cannot be shielded by the business judgment rule. 7. What type of lawsuit, derivative or direct, would be filed by Cornelius
The communication in the office flows directly from managers to subordinate. Top management set standards for authority, responsibility, and control. The development of this type of structure enables the organization to run more efficiently. Autry (1998) state “Larger organizations are often mechanistic, which means this type of design will improve efficiency and maximize specialization” (par.
According to Lindblom, the limitations of the rational comprehensive approach, bureaucrats and administrators don’t work the same in the real world. We all know that identifying values and objectives is difficult when making policies. There are always trade-offs in public policy according to what we have learned so far in this class. Also separating policy recommendations from the objectives of those policies is almost impossible too. Policy solution should always connect with objectives, instead.
The leader will take all ideas and suggestions and make the final decision. Communicating the final decision will be difficult to team members if his or her ideas or suggestions were not selected in the final decision. Team members will respect the final decision. Weaknesses The biggest weakness of democratic leadership is poor communication that leads to the incompletion of the goal. Sometimes team members may not have the necessary skills or knowledge for the decision making process.
They also struggled with understanding the difference between their ‘best alternative’ and the lens assigned ‘best alternative’. Ethical lenses adopted by individuals tend to influence decision making by affecting how problems and conflicts are approached. Your ethical lens of preference makes you ‘blind’ to the other approaches and makes it difficult to see the benefits of the other lenses and weaknesses of your own lens. This adds tension to groups because what seems like the best solution to a problem to a single team member might be completely inappropriate to another. The team found that these different approaches can create more issues within a team or group if you don’t understand that everyone has their own ‘right approach.’ To a rights and responsibilities lens approaching an issue head on and dealing with the conflict directly might not be fun, but it is necessary in order to move past the problem in the most efficient way possible.
Decisions made using critical thinking offer many benefits because they are usually the best thought out solutions. The analysis and evaluation that entails critical thinking ensures that the decision reflects accuracy, clarity, logic, and fair-mindedness. Using critical thinking can reflect an individual and an organization’s ethics. For instance, if an organization has to lay off employees and it reached that decision using critical thinking, the organization would not have to worry about employees raising accusations of bias or unfairness. Critical thinking when making decisions can benefit an organization’s